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PhilpOntidantial RRAINSTORM LIST OF PRC)BLEMS WITH SPC SSTRV,ABG+ LINES I/II STOCK PREP "U" SHIFT Line I Stock Prep 1. No control over pulper consistency, and the resulting downstream effects_ 2. Not running by instrumentation, still using our eyes. no confidence in our instruments. 3. Sae're not controlli.ng the stock do we still take the readings? 4. We don't need the operator"s system chart, to refiner consistency, so why ~ ~ Dj < , ,•.~ ~ f information on he liquor shedding the supervisor keeps this info_ ~ /v !e'7~) '~+ p4 ~s" ./V ~ ~/~Fir'~ ~ ~~ 7 1 C'. :..,i ( Line II Stock Pr p -~ - ~.-'jJU~;~ ~• . ~_!- ;_.C. / f+.J ~ 1. No control over pulper consistency, and the resulting downstream "t maintain our standards. effZ_eWects, don "_ cant need the liquor shedding information on t~-ie` # 1 operator"s system chart, the supervisor keeps this info. L) j~ C )r? ~ ~ ~~~2 c~'J Supervisor i/ I. No control over .pulper consistency, and the resulting downstream effects, can't maintain our standards. This inhibits effective problem-solving because we can not be sure that the begining of our process is whatit should be, 2. We are not using the data collectedto improve our systems in stock prep. 4. DN inventory should be control-charted in the machine room to drive-FS soluble adjustments. Machine room prep tank inventories should be included in the total inventory. 3. Problem-solving efforts stall because funds for improvements suggested by problem-solving teams are not appropriated. 5. DN inventory levels should be control-charted to determine when to pump to the tanker. CEL tank inventory should be included in the totalinven.tory in some way. 6. Not enough formal documentatiori of control-chart interpretations and that documentation made available. to the work-force for reference. 06